DESARROLLO ORGANIZACIONAL E INTELIGENCIA ORGANIZACIONAL. MOTIVACIÓN

Autor: Eric Gaynor Butterfield

GESTIÓN DEL CAMBIO

03-2006

Existe una tendencia hacia “simplificar el estado de las cosas” lo que muchas veces puede llegar a resultar perjudicial, puesto que los fenómenos organizacionales – que tienen que ver con el comportamiento humano – son complejos.

Recibimos feedback de algunos lectores que nos agradecen que incluyamos una lista importante de expertos en cada uno de los temas de Desarrollo Organizacional, como es el caso de: Toma de decisiones, Selección y Reclutamiento, Liderazgo, entre otros, y ahora con Motivación.
 
También recibimos feedback de otros lectores que nos hacen saber que los “artículos son largos” y que hay demasiado material, y que están acostumbrados a lecturas “más cortas” en los medios que les interesa.

Y que, por lo tanto, teniendo en cuenta la extensión de nuestros artículos no los leen por completo interrumpiendo su lectura.
 
Queremos compartir con usted estimado lector, que uno de los principales objetivos de estas Bibliografías, es la de participar el enorme número de expertos notables en la materia que han realizado muchas e importantes contribuciones, y que tienen distintas perspectivas.

 El enfoque situacional ha demostrado dentro de las ciencias del comportamiento que la relación causal desde el punto de vista primario, donde es una la variable independiente que influye sobre la variable dependiente, tiene poca vigencia dentro del mundo real.

 Es aplicable a un escaso número de situaciones; casi podríamos decir: “A una situación límite”.
 
Como nuestra experiencia en The Organization Development Institute International, Latin America nos muestra que las situaciones límites son la excepción, queremos ofrecer el mayor número posible de opciones a ustedes como lectores, sabiendo que con su particular criterio han de saber qué es lo que han de elegir para poner en acción.

Si nosotros eligiéramos lo que es importante para Usted, no solamente estaríamos obrando con soberbia, sino que también estaríamos asumiendo la poca discrecionalidad del otro en cuanto a saber elegir y decidir.

Como filosóficamente nuestra posición se ubica en que las personas somos libres y sabemos y tenemos el derecho de decidir, nuestra contribución tiene que ver con ofrecer el espectro más amplio, y dejar a ustedes la elección preferida.
 
Nos sentimos muy orgullosos de poder ofrecer una Bibliografía de importantes contribuciones en el tema de Motivación que es vital para el éxito de las organizaciones y empresas.

 Se incluyen algo más de 300 aportes en esta importante temática, y para aquellos que prefieren que les demos “una lista de los 10 trabajos más importantes” debemos manifestarles que tenemos una mala noticia: incluso esta lista de 300 importantes aportes ES INCOMPLETA.
 
Posiblemente sean el Liderazgo y la Motivación algunas de las principales variables que permiten trascender más allá del crecimiento individual o empresariado artesanal, para pasar al Desarrollo Organizacional. En este caso nos estamos abocando exclusivamente a la variable Motivación.
 
No existe duda alguna que la alta productividad y performance organizacional que han exhibido las organizaciones de Estados Unidos de Norteamérica,

Canadá y las de los países desarrollados de Europa, han estado vinculadas a los distintos programas de incentivos que se implementaron en esas empresas. Pero más recientemente otros países “al Este” como es el caso de Singapur, China, Hong Kong,

Taiwán y también la India, han venido introduciendo sistemas de incentivos con lo que han logrado comenzar a amenazar las ventajas competitivas que estaban disfrutando sus pares occidentales.
 
Los distintos países latinoamericanos se han embarcado en la implantación de ideologías populistas donde han privilegiado la redistribución de los ingresos por encima de la creación de trabajos genuinos, recompensando diferencialmente a las personas de acuerdo a sus distintos niveles de contribución.

Muchas regulaciones gubernamentales se empeñan en hacer aún más rígidas las regulaciones en materia laboral, lo que hace aún más dificultosa la labor del empresario creador.

Y, en su búsqueda de solucionar el problema laboral muchos líderes no han advertido que nuevas regulaciones más rígidas en las relaciones contractuales de trabajo y una mayor estabilidad laboral como así también un sistema de compensación fijo independiente de la producción individual,

 lo que hace es desincentivar a quienes realmente son los motores del crecimiento genuino: los empresarios.

Y, por favor, le pedimos a los lectores que de ninguna manera coloquen en el mismo grupo a los contratistas del Estado (que trabajan bajo la filosofía de un costo más un plus posicionando a su empresa como monopólica) de los que son realmente empresarios y que crean trabajo genuino.
 
Las organizaciones norteamericanas llevan en este sentido más de dos generaciones de ventaja respecto de sus pares en Latinoamérica, y al parecer esta diferencia no parece que pueda acortarse teniendo en cuenta el marco institucional dentro de la cual se desenvuelven las organizaciones y empresas.

 Esperamos con esta contribución en cuanto a aportes de notables expertos en motivación ilustrar el enorme cúmulo de material y de opciones que están disponibles, para incentivar tanto a los empresarios, como a la gerencia y a los trabajadores, respecto del espíritu y la acción que pueden desplegar en sus empresas para ser más efectivos y eficientes.

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